Step $1$: Read Case Studies $6-5$ and $7-7$: All in A Day's Work on pages $125-126$ and pages $148-149).$

Step $2$: Write your analyze the motivation issues shown in each case in two different ways $($from content theory, context theory, or process theory$).$ For each case, choose two different theories of motivation $($from content theory, context theory, or process$)$

You use one theory from one category, then you use another from another category.

Step $3$: Write your solutions to address the issues identified in Step $2.$

Content Theory: Maslow Heiarchy, ERG Theory, McCllend's Three Needs Theory

Context Theory: Herzberg's Two$-$factor Theory, Job Characteristic Model, Reinforcement Theory

Process Theory: Expectancy Theory, Goal$-$setting Theory, Equity Theory

"CASE STUDY $6-5$ All in a Day$$s Work

Sarah Goodman, senior manager of network development for Holy Oak Managed Care Company, looked over her calendar for the day and sighed deeply. It seemed as if there would be no time at all to work on the project she$$d been putting off for most of the week. Circumstances seemed to be such that she simply didn$$t have any control over her own time anymore.

Well, first things first, she determined. At $9$:$00$ she was due at a meeting of senior managers who were involved in trying to devise a strategy for counteracting a threatened unionization drive by the company$$s nonexempt employees. As Sarah thought about the people working for her, she began to wonder exactly what they wanted. They had a pleasant working space, good benefits package, and secure employment. She heard the laughter and chatter drifting into her office as people came into work and thought what a pleasant and congenial group they were. What more could they want?

Then at $10$:$30$ there was another meeting. This one could be very exciting! In $6$ months, Sarah$$s office was scheduled to be moved to a new industrial park on the west side of town. The plans she$$d seen so far had all kinds of great perks for employees: on$-$site day$-$care center, fitness center, ample parking, great facilities for training. The company was certainly spending a lot of money on this new site. Sarah hoped it would help increase productivity; it certainly would make the employees happier and make recruitment easier.

She$$d have to hurry to her lunch meeting with the adviser for the MHA program at Saint Thomas University. Sarah had decided as a part of her New Year$$s resolution that she was finally going to begin her graduate degree. She felt she was simply stagnating in her job and, after looking around at positions in her company that looked interesting, she realized she needed a graduate degree if she were going to progress. The only problem was that she wasn$$t sure how enthusiastic Richard, her husband, would be about the whole idea. And her mother certainly wouldn$$t be happy! The hints about grandchildren had become an outright discussion over the holidays.

Discuss the various motivation theories reflected in this case study." Case Study $7-7$ All in a Day's Work

Sarah Goodman, senior manager of network development for the Holy Managed Care Company, has just returned from a lunch meeting with the adviser for the MHSA $($Master$\text{'}$s of Health Services Administration$)$ program at State University, and now she is back on the job attending more meetings. At $1$:$30$ P$.$M$.$ she has a meeting to discuss pay issues. The Human Resources Department has evaluated the salary picture for the entire organization and is concerned that women are not being paid as well as men. They want input on a strategy to bring the pay issue into line so as to avoid a gender discrimination charge. Personally, Sarah wondered if she got paid as well as Dave, her counterpart in Tampa. Certainly she has been there as long and worked about twice as hard as he seems to$!$ He does seem to benefit from the "good old boy network," however.

At $3$:$00$ there is a performance appraisal Sarah had scheduled with her assistant Maria. Sarah wasn't sure what to do about Maria. Her work was terrific from the standpoint of accuracy and amount. As long as she got a pat on the back pretty frequently, Maria was an ideal employee in a lot of ways. Sarah knew that Maria would be prepared for the interview, including her goals for the next six months. The problem was that Sarah really wanted to get Maria more involved with others in the department. If she wasn't able to get Maria ready to assume her position, how could Sarah ever hope to be promoted? Productive as she was, Maria just wasn't a "people person."

Then at $4$:$00,$ there is another performance appraisal scheduled. This one was going to be difficult. Janine was a fairly new employee and Sarah loved the work she produced, but she didn't think she'd ever seen a more uptight person! She seemed to need to be told at each step what to do next and worried constantly about breaking the rules. Sarah had begun to think Janine had even invented some new rules! Last week, for example, Sarah had asked Janine to stay a